Service journey quality: conceptualization, measurement and customer outcomes

Purpose The quality of the customer journey has become a critical determinant of successful service delivery in contemporary business. Extant journey research focuses on the customer path to purchase, but pays less attention to the touchpoints related to service delivery and consumption that are key for understanding customer experiences in service-intensive contexts. The purpose of this study is to conceptualize service journey quality (SJQ), develop measures for the construct and study its key outcomes. Design/methodology/approach The study uses a discovery-oriented research approach to conceptualize SJQ by synthesizing theory and field-based insights from customer focus group discussions. Next, using consumer survey data (N = 278) from the financial services context, the authors develop measures for the SJQ. Finally, based on an additional survey dataset (N = 239), the authors test the nomological validity and predictive relevance of the SJQ. Findings SJQ comprises of three dimensions: (1) journey seamlessness, (2) journey personalization and (3) journey coherence. This study demonstrates that SJQ is a critical driver of service quality and customer loyalty in contemporary business. This study finds that the loyalty link is partially mediated through service quality, indicating that SJQ explains loyalty above and beyond service quality. Research limitations/implications Since service quality only partially mediates the link between service journey quality and customer loyalty, future studies should examine alternative mediators, such as customer experience, for a more comprehensive understanding of the performance effects. Practical implications The study offers concrete tools for service managers who wish to understand and develop the quality of service journeys. Originality/value This study advances the service journey concept, demonstrates that the quality of the service journey is a critical driver of customer performance and provides rigorous journey constructs for future service research

Three Ways to Sell Value in B2B Markets

Value-based selling can boost margins and competitiveness, but vendors must first advance beyond the prevailing one-size-fits-all approach.The ability to quantify and communicate value in business-to-business (B2B) sales is more important than ever. As customers face pressure to reduce costs while maintaining profitability, and more competitors are digitally enhancing or "servitizing" their offerings, value-based selling (VBS) has become critical in B2B markets.1 Yet when it comes to turning the idea into action, many companies seem to stumble.2The key challenges of VBS often stem from the confusion and uncertainty about the actual value salespeople are supposed to sell, the outcomes they are supposed to price, and the risks and responsibilities the seller and buyer are supposed to share.3 While current literature considers VBS to be essentially a one-size-fits-all approach to sales, it leaves managers clueless about how to apply it in different situations. This is particularly acute in B2B markets, where vendors need different capabilities depending on whether they are selling high-value products, value-intensive services, or performance-based solutions.4Based on our decade-plus of field research with more than 70 companies in a wide range of B2B industries, we suggest that rather than viewing VBS as a single strategy, vendors should choose from three different approaches. Our findings suggest that vendors can adopt either a product-centric, customer process-centric, or performance-centric VBS approach. In this article, we highlight the key characteristics, requirements, and challenges of each option and provide guidance on how to choose the right approach based on the circumstances.</p

Measuring B2B social selling: Key activities, antecedents and performance outcomes

Sales research has widely noted the grow(Davis, Bagozzi, & Warshaw, 1992)ing importance of social media in contemporary B2B selling. Yet, scholars have noted that measurement issues represent a challenge for advancing the study of social media use in selling, since research is lacking on high-rigour measures that provide insights into how salespersons are leveraging social media in their work. Accordingly, this study develops and validates activity-based measures for social selling based on two empirical studies. We find support for all three social selling dimensions of insight generation, connecting and engagement. The findings also extend the current knowledge about the outcomes of social selling by showing that salesperson thought leadership and acquisition performance mediate the sales performance relationship. On the antecedents' side, we show novel evidence that management plays a central role in boosting social selling among the sales force through social media strategy, social media sales tools and firm content support. In turn, sales technology orientation and social influence represent the key individual-level drivers

Toward a contextualized understanding of inside sales: the role of sales development in effective lead funnel management

Purpose The purpose of this study is to provide a contextualized understanding of how business-to-business (B2B) firms use the sales development function for efficient and effective lead funnel management. Design/methodology/approach The authors adopted a qualitative field-study approach and interviewed 13 people from eight firms. While software as a service (SaaS) firms are the most prevalent application context for the sales development function, the authors also included respondents from non-SaaS firms to develop an in-depth understanding of the contextualized nature of the sales development process. Findings Sales development processes can be applied in outbound prospect-focused, outbound account-based, inbound prospect-focused and inbound account-based lead management contexts. The sales development processes of lead research, engagement and handover vary depending on the nature of the lead management context. These processes are supported by the appropriate design of organizational, technological and people platforms. Practical implications The authors explain how sales development as a form of inside sales can support effective lead funnel management in B2B firms through technology-enabled lead research and nurture processes designed to prepare customers for meaningful conversations with field sales. Originality/value To the best of the authors' knowledge, this study is the first to focus purely on the sales development function as a form of inside sales. They explain how the sales development processes relating to lead research, engagement and handover are conducted in four distinct application contexts to qualify leads for the outside salesforce.</p

CRM system implementation and firm performance : the role of consultant facilitation and user involvement

Purpose The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM’s technological and organizational implementation challenges. Design/methodology/approach A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to estimate the significance levels of the structural model. Findings The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance, largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ). Originality/value This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this model successfully predicts CRM SQ and firm performance.© Samppa Suoniemi, Alex Zablah, Harri Terho, Rami Olkkonen, Detmar Straub and Hannu Makkonen. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence maybe seen at http://creativecommons.org/licences/by/4.0/legalcodefi=vertaisarvioitu|en=peerReviewed

Digital content marketing in business markets: Activities, consequences, and contingencies along the customer journey

Fundamental shifts in business-to-business (B2B) buying behavior make digital content marketing (DCM) a strategic priority for vendors, though firms struggle to achieve its full potential, as a customer-centric marketing approach. To address important knowledge gaps in extant research, this study identifies key activities for realizing customer-centric DCM in B2B markets and key contingencies that influence its performance outcomes. A theories-in-use approach, building on 56 interviews with managers at 36 B2B companies that have invested heavily in DCM, advances current literature by developing an activity-based conceptualization, grounded in relevant marketing research streams (customer engagement, customer journey and marketing technology literature). The authors also empirically derive propositions about the key contingencies of DCM performance. This conceptualization and the related contingencies provide an actionable roadmap for effective implementation of DCM for managers in business markets.</p

Drivers and outcomes of salespersons' value opportunity recognition competence in solution selling

In B2B markets, firms seek to provide customer solutions instead of merely selling goods or services. As boundary-spanners, salespeople are pivotal for implementing this strategic shift. Yet, extant literature provides limited insights into salesperson's resources and competencies required for customer solutions, particularly in the early phases of solution selling. This research focuses on salesperson's value opportunity recognition competence (VOR), which is a central requirement for salespeople to be able to navigate the early phases of solution selling. Analyzing large-scale, multi-level data of 799 salespeople and their respective sales managers in 29 sales organizations, the authors investigate the role of different salesperson resources and work environment characteristics for strengthening their VOR. The authors find that salespeople need both customer and technical knowledge, but customer knowledge is more important. Salespeople also can substitute individual technical knowledge with strong internal relations, but strong customer relations are no substitute for individual knowledge about customers' business models and processes. Formalization turned out to be a double-edged sword in the context of VOR development, while transformational leadership has positive effects only. The findings bear concrete implications for improving the selection, training, and work environment of solution salespeople

Engaging a product-focused sales force in solution selling: interplay of individual- and organizational-level conditions

This study explains how manufacturers tackle the critical managerial challenge of transforming a product-focused sales force to undertake solution selling. Through an application of configurational theory, the authors explain how individual and organizational conditions combine to determine salespeople’s engagement in solution selling.Multilevel, multisource data from the sales organization of a global supplier of building solutions represent input from salespeople (N = 184), solution champions (N = 23), and sales managers (N = 26). A fuzzy set qualitative comparative analysis reveals no single, optimal way to overcome transformation challenges. Rather, consistent with prior research, solution selling requires certain types of salespeople, because valuebased selling is a necessary condition for successful engagement. Beyond this foundational condition, a heterogeneous sales force can be engaged, as long as the organization provides appropriate support that is tailored to individual salespersons’ needs. The findings affirm that this viable support can come from either sales managers or solution champions.</p

Higher step count is associated with greater bone mass and strength in women but not in men

In this cross-sectional study, peripheral bone traits were examined relative to total daily steps measured with pedometer. Higher number of steps was associated with greater bone values at the calcaneus and tibia in women, but not in men. In women, dose-dependent associations at the radius were congruent with the weight-bearing bones. Introduction Habitual physical activity measured as daily steps may contribute to bone density and strength at the calcaneus and other weight-bearing bones. Methods Subgroups of 705-837 women and 480-615 men aged 31-46 years from the Cardiovascular Risk in Young Finns Study participated in the present study. Participants were instructed to use pedometer for 1 week, and the total daily steps, divided into tertiles, were evaluated relative to quantitative ultrasound-measured bone traits at the calcaneus and peripheral quantitative computed tomography-measured bone traits at the tibia and radius. Analysis of covariance was used to examine the between-group differences. Results In women, significant dose-dependent between-group differences were found in the weight-bearing bones and in non-weight-bearing radius. The differences in broadband ultrasound attenuation and speed of sound at the calcaneus were 3.8 and 0.5% greater in women within the highest tertile of daily steps compared to the lowest tertile (p values for trend 8765 steps/day) had on average 1-5.4% greater bone cross-sectional area, bone mineral content (BMC), trabecular density, and bone strength index at the distal site and 1.6-2.7% greater bone areas, BMC and strength strain index (SSI) at the shaft compared to women with less daily steps (p values for trend Conclusion Observed significant positive associations between daily steps and various bone traits at the calcaneus, tibia, and radius in women suggest that habitual physical activity may benefit skeletal health in adulthood.Peer reviewe

The impact of firm-level and project-level it capabilities on CRM system quality and organizational productivity

While CRM technology implementation initiatives frequently end up as failures, most research has focused on user related reasons for understanding low success rates. This study extends CRM research backwards into the system implementation phase to improve understanding of the hitherto unexplored technical antecedents of CRM success. We advance a resource-based theory of CRM system capability (CRMSC) to explain how firm- and project-level capabilities act to influence organizational performance. Empirical findings from a survey matching 148 IT manager and 474 end-user responses support the conceptualization of CRMSC as a project-level capability, and suggest that CRMSC and system quality mediate the effects of firm-level IT capability on organizational productivity gains and productivity gain discrepancy. The study complements extant understanding about the link between strategic and operational IT capabilities by offering actionable insight on the combination of resources firms need to deliver a CRM system that enhances performance.</p